Frans van Houten Quotes

At the end of the day, we have to find a way to compete better with the world.

You've got to figure out how you're going to come in and significantly impact and redefine a market such that you become a market share leader in it.

A strategy is something like, an innovative new product; globalization, taking your products around the world; be the low-cost producer. A strategy is something you can touch; you can motivate people with; be number one and number two in every business. You can energize people around the message.

We really don't look at our competitors. The market is big. If you focus too much on competitors, you can lose focus on the customer. If we make our customers happier, we are going to win.

When I broke in, in 1957, it was wide open. Now you're up against strong competition.

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

I believe that we have not yet played out full competitiveness in the notchback segment.

The most interesting information I can have about a competitor is the cost.

There's an ongoing competition by global companies across all areas from products, technology development and hiring talented people to patent disputes. The market is big and opportunities are wide open, so we should find out new businesses that Samsung's future will hinge on.

The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.

When a market isn't in transition, gaining market share is hard - you're fighting to take one or two points of share from competitors.

Our competitors outside Europe are manufacturing goods cheaper and better. Through innovation, other countries are producing new products which we do not make yet, but which we could.

Many first-time founders fail to understand the difference between the potential of the Total Addressable Market (TAM) and the very finite subsection they can hope to capture. No company ever captures the entire market they pioneer. Innovation doesn't happen in a vacuum, and others will jump in from the moment you've identified the potential.

I enjoy looking at other people's products and learning from them. We take all of our competitors very seriously, as you know. You have to respect Intel. But we have our own tricks up our sleeves.

The market is so competitive. There are so many products that are similar. So we are forced to invest in innovative research in new products that are one or two years ahead of the market.

Tomorrow I will have new competitors such as Google, Microsoft, and Facebook coming into my garden. I'd rather focus on the competition of tomorrow than combine with the competition of today.

Here's a good rule of thumb: don't worry about a competitor at all, until they're actually beating you with a real shipped product.

The PC is successful because we're all benefiting from the competition with each other. If Twitter comes along, our games benefit. If Nvidia makes better graphics technology, all the games are going to shine. If we come out with a better game, people are going to buy more PCs.

Today, the competition is considerably more intense.

Sometimes your worst competitors are the ones which are dying because they do stupid things.

If you choose a market that already exists, say, networking equipment, you have to compete with an established company like Cisco. Even if your product is marginally better, Cisco can fudge it and outsell you.

I'd rather Apple cannibalize Apple than somebody else cannibalize Apple.

There is a healthy competition as there would be in any business. But we do not spend our days thinking about what Marvel is doing.

When we look at investing, we always think about 'how defensible is this, how likely is it that somebody is going to copy this.' E-commerce tends to be something easy to copy because it's execution.

U.K. companies are in very international and very competitive markets. If you look at PC penetration in the U.K., it is very similar to the United States market.